News

Media Release

3 September 2025

CentrePort continues to progress ahead of plan

A continued focus on efficiency, with a customer centric approach, continues to drive CentrePort ahead of the plan set following the 2016 Kaikōura earthquake. As a result, CentrePort has ended FY25 with an Underlying NPAT of $17.6m, up 20% on the previous year’s result of $14.6m.

CentrePort’s Board Chair, Lachie Johnstone, says ending the year in this position is due to the port having a clear plan that is strongly followed and creates a momentum that has seen 30% compounded annual growth in the underlying NPAT since FY22.

“Our plan was developed based on the opportunity presented by the effects of the Kaikōura earthquake in 2016, where we have focused on the long-term sustainability of the business as a full-service port, for the benefits of our customers and the regions we serve, along with the critical supply chain link of the Cook Strait.

That plan, which we have followed and continue to deliver to, set us on a path to not only reinstate the port, but provides our customers solutions which maximise our existing efficiency and capacity. This continues to be independently verified where CentrePort is ranked by the Work Bank’s Container Port Performance Index as the leading port in Oceania.”

Mr Johnstone says the plan also involves opportunities to innovate and critically assess how to
improve the health and safety of Our People, plus those who work every day on port, along with how to maximise our capacity and associated productivity. At the heart is driving solutions for our customers’ needs, ensuring a high level of trust in the port’s service and ability to make things happen.

“People have started to take notice of what we’re doing and seeing that we offer a valuable alternative to get their goods to/from market. We’ve gained new customers and confirmed two new shipping lines already for FY26. This proves that our innovation, efficiency and customer centric culture can achieve results despite the current state of the domestic economy, and continued supply chain challenges.

We’ve continued to challenge ourselves and as a result have provided $11.0m in dividends to our shareholders in FY25, $3.5m more than FY24."

CentrePort’s Chief Executive Anthony Delaney says the discipline that has been embedded to focus on what the port can control and not get distracted by what others say is continuing to see our people focus on how we can be better. That’s led us to leading innovation, such as a dedicated 5G network that will provide more opportunities to implement technology to improve safety for our people, which ultimately provides improved productivity, and our continued investment into our energy transition through a second on port solar array and Battery Energy Storage System.

“Continued productivity focus, matched with capacity to grow our cargo volumes, will deliver greater benefits for our customers, our business and our shareholders.”

The successful delivery of CentrePort works on the main wharf head at Seaview, on time and to a budget set in 2020, is another example of CentrePort’s Make it Happen ethos, with no excuses. It demonstrates that our people have the ability and capability to consent and deliver complex large scale infrastructure projects while maintaining budgets and timeframes.

The port’s diversified trades, as a full-service port, play an important role in CentrePort’s plan. Mr Delaney states that while there had been some downturns in the business, these have been offset by our people’s focus and energy on turning over every stone.

Mr Johnstone was optimistic about the year ahead, saying that the port has already secured two new container services and are seeing increased customer engagement, which reflects our customer focus and performance, excess capacity and improving market conditions. We are well positioned to support New Zealand importers and exporters with alternative options to efficiently access markets.

As a result, the port is already recruiting more people to meet the new demand, which is positive for the Wellington region at a time when the job market is particularly tight.

Highlights:

• Continued improved H&S performance, which has seen an 87% reduction in ACC levies (since 2022)
• 30.01 average gross crane rate (for the year – up from 29.1)
• 86,128 TEU (down 13% due to lower transshipments, with laden full imports and exports higher than FY24) but with a 2% increase in container revenue compared to FY24
  942,102 tonnes of bulk fuel, which was consistent with FY24
• 1.86m JAS (up 19% on FY24)
• 125,863 cruise passengers across 73 ship calls, which is down from 102 ship calls
• Vehicle units down 34% driven by economic conditions
• 36% reduction in scope 1 and 2 emissions (from 2019 baseline)
• Net Revenue up 5% and operating costs reduced by 1%, excluding the inclusion of Dixon & Dunlop

ENDS

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